tom peters’ seminar2002 leading in totally screwed- up times! expomanagement congress/...
TRANSCRIPT
Tom Peters’ Seminar2002
Leading in Totally Screwed-
Up Times!ExpoManagement Congress/
MexicoDF/07June2002
When “Good” =
Bad.
Forbes100 from 1917 to 1987: 39 members of the Class of ’17 were alive
in ’87; 18 in ’87 F100; 18 F100 “survivors” underperformed the market
by 20%; just 2 (2%), GE & Kodak, outperformed the market 1917 to 1987.
S&P 500 from 1957 to 1997: 74 members of the Class of ’57 were
alive in ’97; 12 (2.4%) of 500 outperformed the market from 1957 to 1997.
Source: Dick Foster & Sarah Kaplan, Creative Destruction: Why Companies That Are Built to Last Underperform the Market
“Good management was the most powerful reason [leading firms] failed to stay atop their industries. Precisely because these firms
listened to their customers, invested aggressively in technologies that would provide their customers more
and better products of the sort they wanted, and because they carefully studied market trends and
systematically allocated investment capital to innovations that promised the best returns, they lost
their positions of leadership.”
Clayton Christensen, The Innovator’s Dilemma
The Context.An Age of Limitless
Possibilities.
1 day 2001 = Year’s trade in 1949, year’s FEX in 1979, year’s
global calls in 1984.
Source: Charles Handy, The Elephant and the Flea
CEOs appointed after
1985 are 3X more likely to be fired than CEOs appointed before 1985
Warren Bennis, MIT Sloan Management Review
“There will be more
confusion in the business world in the next decade than in any decade in history. And the current pace of
change will only accelerate.”Steve Case
Help Wanted: Leaders
with nerve!
The
Leadership50
The Basic Premise.
“Orders” Don’t Work in Crazy
Times.
1. Leadership Is a …
Mutual Discovery Process.
“I don’t know.”
Leadership = Uncertain Voyages of Mutual Discovery
Effective leaders (1) provide a context which is marked by (2) access to a luxuriant portfolio of
exciting & worthwhile opportunities (WOW projects) which (3) allow people to fully express
their innate curiosity and (4) engage in a vigorous discovery voyage on which those people (5) go to-create places they (and their
leaders) had never dreamed existed—and then the leaders (6) applaud like mad, stage “photo-
ops,” and ring the church bells 100 times to commemorate the bravery of their followers’
explorations!
1A. Leaders Try … Not to Screw
Things Up.
“Ninety percent of what we call ‘management’ consists of making it
difficult for people to get things done.” – P.D.
The Essential Leadership
Types.
2. Great Leaders on Snorting
Steeds Are Important – but
Great Talent Developers (Type I
Leadership) are the Bedrock of Organizations that Perform Over
the Long Haul.
“The leaders of Great Groups love talent and know where to find it. They revel in
the talent of others.”Warren Bennis & Patricia Ward Biederman,
Organizing Genius
Whoops: Jack didn’t have a vision!
2A. Great Leading = Great Mentoring.
T.A.: 3
2B. Great Leaders are …
Great V.C.s.
“Basically [Omnicom’s John] Wren makes aggressive bets on entrepreneurs and
gives them tremendous autonomy, on the assumption that the risk-taking will pay off
in new ideas, connections, businesses, and, yes, revenues and profits. …
‘Omnicom operates like a venture-capital firm,’ says Sir Martin
Sorrell [of WPP].”
Business 2.0 (09.17.2001)
Silicon Valley Success Secret No. 1
“Pursuit of risk”: 4 of 20 in V.C. portfolio go bust; 6 lose money;
6 do okay; 3 do well; 1 hits the jackpot.
Source: The Economist
Think portfolio!
3. But Then Again, There Are Times When This “Cult of Personality”
(Type II Leadership) Stuff Actually Works!
“A leader is a dealer in hope.”
Napoleon
(+TP’s writing room pics)
4. Find the “Businesspeople”!
(Type III Leadership)
I.P.M. (Inspired Profit
Mechanic)
5. All Organizations
Need the Golden Leadership
Triangle.
The Golden Leadership Triangle: (1) Creator-
Visionary … (2) Talent Fanatic-Mentor-V.C. …
(3) Inspired Profit Mechanic.
6. Leadership Mantra
#1: IT ALL DEPENDS!
Renaissance Men are … a snare, a
myth, a delusion!
6A. The Leader Is Rarely/Never the Best Performer.
33 Division Titles. 26 League Pennants. 14
World Series: Earl Weaver—0. Tom Kelly—0. Jim Leyland—0.
Walter Alston—1AB. Tony LaRussa—132 games, 6 seasons. Tommy Lasorda—P, 26 games. Sparky
Anderson—1 season.
The Messy Leadership
Dance.
7. Leaders …
SHOW UP!
Rudy!
8. Leaders … LOVE the
MESS!
“If things seem under control, you’re just not
going fast enough.”
Mario Andretti
9. Leaders
DO!
The Kotler Doctrine:
1965-1980: R.A.F.(Ready.Aim.Fire.)
1980-1995: R.F.A.(Ready.Fire!Aim.)
1995-????: F.F.F.(Fire!Fire!Fire!)
9A. Leaders
Re-do.
“If Microsoft is good at anything, it’s avoiding the trap of worrying about criticism. Microsoft fails constantly.
They’re eviscerated in public for lousy
products. Yet they persist, through version after version, until they get
something good enough. Then they leverage the power they’ve gained in
other markets to enforce their standard.”Seth Godin, Zooming
10. BUT … Leaders
Know When to Wait.
Tex Schramm: The
“too hard” box!
11. Leaders …
DELIVER!
“It is no use saying ‘We are doing our best.’ You have got to succeed in doing
what is necessary.”—WSC
11B. Leaders Are …
Optimists.
Hackneyed but none the less
true: LEADERS SEE CUPS AS “HALF
FULL.”**Leaders aren’t allowed bad days!
Half-full Cups: “[Ronald Reagan] radiated an almost transcendent
happiness.”Lou Cannon, George (08.2000)
12. BUT … Leaders Are
Realists/Leaders Win Through LOGISTICS!
The “Pagonis Imperative”!
13. Leaders
FOCUS!
“To Don’t ” List
14. Leaders …
Set CLEAR DESIGN SPECS.
JackWorld/1@T: (1) Neutron Jack. (Banish bureaucracy.) (2) “1, 2 or out” Jack. (Lead or leave.) (3)
“Workout” Jack. (Empowerment,
GE style.) (4) 6-Sigma Jack. (5)
Internet Jack. (Throughout)
TALENT JACK!
Danger: S.I.O. (Strategic
Initiative Overload)
15. Leaders …
Send V-E-R-Y Clear Signals About
Design Specs!
Ridin’ with Roger: “What have you done to
DRAMATICALLY IMPROVE quality in the
last 90 days?”
It’s All About Relationships.
16. Leaders Trust in
TRUST!
Credibility!
17. Leaders …
Understand the Ultimate Power of RELATIONSHIPS.
18. Leaders Know …
Women Roar/ Women Rule.
“AS LEADERS, WOMEN RULE: New Studies find that female managers
outshine their male counterparts in almost
every measure”Title, Special Report, Business Week, 11.20.00
Women’s Strengths Match New Economy Imperatives: Link [rather than rank] workers;
favor interactive-collaborative leadership style [empowerment beats top-down decision making]; sustain fruitful collaborations; comfortable with sharing information; see redistribution of power
as victory, not surrender; favor multi-dimensional feedback; value technical & interpersonal skills, individual & group contributions equally; readily accept ambiguity; honor intuition as well as pure
“rationality”; inherently flexible; appreciate cultural diversity
Source: Judy B. Rosener, America’s Competitive Secret
If It Ain’t Broke … Break It.
19. Leaders …FORGET!/
Leaders … DESTROY!
“The problem is never how to get new, innovative thoughts into your
mind, but how to get the old ones out.”
Dee Hock
Leaders “dump the ones who brung ’em” —Nokia, HP, 3M, PerkinElmer, Corning, etc.
The [New] Ge Way
DYB.com
20. BUT … Leaders
Have to Deliver, So They Worry About “Throwing the Baby Out with the
Bathwater.”
“Damned If You Do, Damned If You Don’t, Just Plain
Damned.”Subtitle in the chapter, “Own Up to the Great Paradox: Success
Is the Product of Deep Grooves/ Deep Grooves Destroy Adaptivity,” Liberation Management (1992)
“Organize” for … performance & customer satisfaction.
“Disorganize” for … renewal & innovation.
21. Leaders …
HONOR THE USURPERS.
Saviors-in-Waiting
Disgruntled CustomersUpstart CompetitorsRogue EmployeesFringe Suppliers
Wayne Burkan, Wide Angle Vision
CUSTOMERS: “Future-defining customers may
account for only 2% to 3% of your total, but they represent a crucial
window on the future.”Adrian Slywotzky, Mercer Consultants
!
COMPETITORS: “The best swordsman in the world doesn’t need to fear
the second best swordsman in the world; no, the person for him to be afraid of is some ignorant antagonist who has never had a
sword in his hand before; he doesn’t do the thing he ought to do, and so the expert isn’t
prepared for him; he does the thing he ought not to do and often it catches the expert out and
ends him on the spot.”
Mark Twain
Employees: “Are there enough weird
people in the lab these days?”
V. Chmn., pharmaceutical house, to a lab director (06.01)
Suppliers: There is an ominous downside to strategic supplier
relationships. An SSR supplier is not likely to function as any more than a mirror to your organization. Fringe suppliers that offer innovative business practices need
not apply.”
Wayne Burkan, Wide Angle Vision: Beat the Competition by Focusing on Fringe Competitors, Lost Customers, and Rogue Employees
WEIRD IDEAS THAT WORK: (1) Hire slow learners (of the organizational code). (1.5) Hire people who make you
uncomfortable, even those you dislike. (2) Hire people you (probably) don’t need. (3) Use job interviews to get ideas, not
to screen candidates. (4) Encourage people to ignore and defy superiors and peers. (5) Find some happy people and get them to fight. (6) Reward success and failure, punish inaction.
(7) Decide to do something that will probably fail, then convince yourself and everyone else that success is certain. (8) Think of
some ridiculous, impractical things to do, then do them. (9) Avoid, distract, and bore customers, critics, and anyone who just wants to talk about money. (10) Don’t try to learn anything from people who seem to have solved the problems you face.
(11) Forget the past, particularly your company’s success.
Bob Sutton, Weird Ideas That Work: 11½ Ideas for Promoting, Managing, and Sustaining Innovation
Deviants, Inc. “Deviance tells the story of every mass
market ever created. What starts out weird and dangerous
becomes America’s next big corporate payday. So are you looking for the next mass market idea? It’s out there … way
out there.”
Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)
22. Leaders …
HANG OUT WITH FREAKS!
The Cracked Ones Let in the Light
“Our business needs a massive transfusion of talent, and talent, I believe, is most likely to be found
among non-conformists, dissenters and rebels.”
David Ogilvy
Advice to Corporate Leaders: “Consider the metaphor of the windmill: You can harness raw
power but you can’t control it. … Hire artists, clowns, or other disrupters to come in and
challenge your corporate environment. … Hire a corporate anthropologist to analyze how tolerant
your organization is of deviants and other
innovators. … Once the anthropologist leaves, hire a shaman to drive out the
evil spirits of conformity. …”
Source: Ryan Matthews & Watts Wacker, Fast Company (03.02)
Leaders know … WE BECOME WHO WE HANG OUT
OUT WITH!
23. Leaders Make [Many!] Mistakes
– and MAKE NO BONES ABOUT IT!
Sam’s
Secret #1!
“The Silicon Valley of today is built less atop
the spires of earlier triumphs than upon the
rubble of earlier debacles.”—Newsweek/ Paul Saffo (03.02)
Read This!
Richard Farson & Ralph Keyes: Whoever Makes the Most
Mistakes Wins: The Paradox of Innovation
24. Leaders Make …
BIG MISTAKES!
“Reward excellent
failures. Punish mediocre successes.”
Phil Daniels, Sydney exec (and, de facto, Jack)
Create.
25. Leaders Know that
THERE’S MORE TO LIFE THAN “LINE EXTENSIONS.” Leaders Love to CREATE NEW
MARKETS.
No one ever made it into the Business Hall of Fame on a record of
“line extensions.”
“Acquisitions are about
buying market share. Our challenge is to create markets.
There is a big difference.” Peter Job, CEO, Reuters
“When asked to name just one big merger that had lived up to expectations, Leon
Cooperman, former cochairman of Goldman Sachs’ Investment Policy
Committee, answered: I’m sure there are success stories
out there, but at this moment I draw a blank.”
Mark Sirower, The Synergy Trap
26. Leaders … Make Their Mark /
Leaders … Do Stuff That Matters
“I never, ever thought of myself
as a businessman. I was interested in creating
things I would be proud of.”—Richard Branson
Brand = You Must Care!
“Success means never letting the competition
define you. Instead you have to define yourself based on a point of view you care deeply
about.” Tom Chappell, Tom’s of Maine
“A great company is defined by the
fact that it is not compared to its peers.”—Phil
Purcell, Morgan Stanley
26. Leaders Pursue
DRAMATIC DIFFERENCE!
1st Law Mktg Physics: OVERT BENEFIT (Focus: 1 or 2 > 3 or 4/“One Great Thing.”
Source #1: Personal Passion)
2ND Law: REAL REASON TO BELIEVE (Stand & Deliver!)
3RD Law: DRAMATIC DIFFERENCE (Execs Don’t Get It: “intent to purchase” – 100%; “unique” – 0% to
5%)
Source: Jump Start Your Business Brain, Doug Hall
“They [consumer goods company] have acquired a bunch of products, which is what everyone is doing. But what’s the point, the
message, the story line, the Big Idea that makes ‘it’ all hang together?” —Exec,
major consumer goods company
The greatest dangerfor most of us
is not that our aim istoo high
and we miss it,but that it is
too lowand we reach it.
Michelangelo
Joe J. Jones Joe J. Jones 1942 – 20021942 – 2002
HE HIT QUARTERLY HE HIT QUARTERLY
EARNINGS TARGETS 44 EARNINGS TARGETS 44
TIMES IN A ROW.TIMES IN A ROW.
27. Leaders
LOVE the New Technology!
100 square feet
E.g. …
Jeff Immelt: 75% of “admin, back room, finance” “digitalized” in
3 years.
Source: BW (01.28.02)
“There’s no use trying,” said Alice. “One can’t believe impossible things.”
“I daresay you haven’t had much practice,” said the Queen. “When I was
your age, I always did it for half an hour a day. Why, sometimes I’ve
believed as many as six impossible things before breakfast.”
Lewis Carroll
I’net …
… allows you to dream dreams
you could never have dreamed
before!
27A. Needed? Type IV Leadership: Technology
Dreamer-True Believer
The Golden Leadership Quadrangle: (1) Creator-Visionary … (2) Talent
Fanatic-Mentor-V.C. … (3) Inspired Profit Mechanic. (4) Technology Dreamer-True
Believer
28. Leaders Push Their
Organizations W-a-y Up the Value-added/
Intellectual Capital Chain
“The ‘surplus society’ has a surplus of
similar companies, employing
similar people, with similar educational backgrounds, working in
similar jobs, coming up with similar
ideas, producing similar things, with
similar prices and similar quality.”
Kjell Nordström and Jonas Ridderstråle, Funky Business
“Companies have defined so much ‘best practice’
that they are now more or less identical.”
Jesper Kunde, A Unique Moment
The Big Day!
09.11.2000: HP bids
$18,000,000,000for
PricewaterhouseCoopersConsulting business!
“These days, building the best server isn’t enough. That’s the
price of entry.”
Ann Livermore, Hewlett-Packard
Gerstner’s IBM: Systems Integrator of
choice. Global Services:
$35B. Pledge/’99: Business Partner Charter. 72 strategic partners,
aim for 200. Drop many in-house
programs/products. (BW/12.01).
“UPS wants to take over the sweet spot in the endless loop
of goods, information and capital that all the packages
[it moves] represent.”ecompany.com/06.01 (E.g., UPS Logistics
manages the logistics of 4.5M Ford vehicles, from 21 mfg. sites to 6,000 NA dealers)
“No longer are we only an insurance provider. Today,
we also offer our customers the products and services that help them
achieve their dreams, whether it’s financial security, buying a car, paying
for home repairs, or even taking a dream vacation.”—Martin Feinstein, CEO,
Farmers Group
“We want to be the air traffic
controllers of electrons.”
Bob Nardelli, GE Power Systems
“Customer Satisfaction” to “Customer Success”
“We’re getting better at [Six Sigma] every day. But we really
need to think about the customer’s profitability. Are customers’
bottom lines really benefiting from what we provide them?”
Bob Nardelli, GE Power Systems
The Big Idea: Customer
Satisfaction to Customer
Success
29. Leaders … Demolish
Stovepipes!
“The organizations we created have become tyrants. They have taken
control, holding us fettered, creating barriers that hinder rather than help our businesses. The lines that we drew on our neat organizational diagrams have turned into walls
that no one can scale or penetrate or even peer over.” —Frank Lekanne Deprez & René Tissen, Zero Space: Moving Beyond Organization Limits.
“In an era when terrorists use satellite phones and encrypted email, US gatekeepers stand
armed against them with pencils and paperwork, and archaic computer systems that don’t
talk to each other.”Boston Globe (09.30.2001)
Innovation & Speed’s “New Basics”
1. XFTs are the “culture.”2. Project-centric. 3. Open “talent market.”4. “Cause-based” projects. 5. Ubiquitous “open systems” IS—at home & throughout supply chain. Web based.6. F-L-A-T.7. Selective FIRINGS!
Richard L. SmithRichard L. Smith
1986-20021986-2002
He He
“Stovepiped”“Stovepiped”
Talent.
30. When It Comes to
TALENT … Leaders Always Swing
for the Fences!
From “1, 2 or you’re out” [JW] to …
“Best Talent in each industry segment to build
best proprietary intangibles” [EM]
Source: Ed Michaels, War for Talent (05.17.00)
“We believe companies can increase their market cap 50 percent in 3 years. Steve
Macadam at Georgia-Pacific changed 20 of his 40 box plant managers to put
more talented, higher paid managers in charge. He increased profitability from $25 million to $80 million
in 2 years.”
Ed Michaels, War for Talent
Message: Some people are better than other
people. Some people are a helluva lot better than other
people.
31. Leaders Don’t Create “Followers”:
THEY CREATE LEADERS!
Brand You, Big Time!
I AM AN ARMY OF
ONE
32. Leaders “Win Followers Over”
WHAT AN IDIOT: “Instead of employees being in the driver’s
seat, now we’re in the driver’s seat.”
PJ: “Coaching is winning
players over.”
33. Leaders “Manage” Their
EVP/Internal Brand Promise.
MantraM3
Talent = Brand
EVP = Challenge, professional growth, respect, satisfaction, opportunity, reward
Source: Ed Michaels et al., The War for Talent
Passion.
35. Leaders Know: ENTHUSIASM
BEGETS ENTHUSIASM!
G.H.: “Create a ‘cause,’ not a ‘business.’ ”
“Vision is a love affair with an idea.”—Boyd Clarke & Ron
Crossland, The Leader’s Voice
35. Leaders Focus on the
SOFT STUFF!
“Soft” Is “Hard”
- ISOE
Message: Leadership is all about love! [Passion, Enthusiasms, Appetite for Life,
Engagement, Commitment, Great Causes & Determination to Make a
Damn Difference, Shared Adventures, Bizarre Failures, Growth, Insatiable
Appetite for Change.] [Otherwise, why bother? Just read Dilbert. TP’s final words: CYNICISM SUCKS.]
!
36. Leaders Know …
“Culture Change” Takes But a Minute. (No Bull!)
What Do I “Do” First?
One Minute Excellence!*
*Thomas Watson
Culture Change is not “Corporate.”Culture Change is not a “Program.”
Culture change does not take “Years.”Culture Change does not start “Today.”
Culture Change starts Right Now!Culture Change
Lives in the Moment!Culture Change is
Entirely in Your Hands!
The “Job” of Leading.
37. Leaders Know It’s
ALL SALES ALL THE TIME.
TP: If you don’t LOVE SALES … find
another life. (Don’t pretend
you’re a “leader.”) (See TP’s The Project50.)
37A. Leaders
LOVE “POLITICS.”
TP: If you don’t LOVE POLITICS … find
another life. (Don’t pretend
you’re a “leader.”)
38. But … Leaders Also
Break a Lot of China
If you’re not pissing people off, you’re not making
a difference!
Characteristics of the “Also rans”*
“Minimize risk”“Respect the chain of
command”“Support the boss”
“Make budget”
*Fortune, article on “Most Admired Global Corporations”
Joe J. Jones Joe J. Jones 1942 – 2002 1942 – 2002
HE WOULDA DONE SOME HE WOULDA DONE SOME
REALLY COOL STUFF REALLY COOL STUFF
BUT …BUT …
HIS BOSS WOULDN’T LET HIM! HIS BOSS WOULDN’T LET HIM!
39. Leaders
Give … RESPECT!
“It was much later that I realized Dad’s secret. He gained respect by giving it. He
talked and listened to the fourth-grade kids in Spring Valley who shined shoes the same way he talked and listened to a
bishop or a college president. He was seriously interested in who you were and what you had to say.”
Sara Lawrence-Lightfoot, Respect
40. Leaders Are …
Graceful.
“My favorite word is grace –
whether it’s amazing grace,
saving grace, grace under
fire, Grace Kelly. How we live contributes to beauty – whether it’s how we treat other people or
the environment.”
Celeste Cooper, designer
Rodale’s on “Grace” …
elegance … charm … loveliness … poetry in motion … kindliness ..
benevolence … benefaction … compassion … beauty
40A. Leaders Say
“Thank You.”
“The deepest human
need is the need to be appreciated.”
William James
“The two most powerful things
in existence: a kind word and a thoughtful gesture.”
Ken Langone, CEO, Invemed Associates [from Ronna Lichtenberg, It’s Not Business, It’s Personal]
41. Leaders Are …
Curious.
TP/08.2001: The Three Most Important Letters …
WHY?
42. Leadership Is a …
Performance.
“It is necessary for the President to be the
nation’s No. 1 actor.”
FDR
43. Leaders … Are The Brand
Brand = Character:“WHO ARE
WE ?”
The BRAND lives (OR DIES) in the “minutiae” of the leader’s moment-
to-moment actions.
“You must be the change you
wish to see in the world.”
Gandhi
44. Leaders …
Have a GREAT STORY!
“A key – perhaps the key – to leadership is the effective
communication of a story.”
Howard Gardner Leading Minds: An Anatomy of Leadership
“Stories of identity – narratives that help individuals think about
and feel who they are, where they come from, and where they
are headed – constitute the single most powerful weapon
in the leader’s arsenal.”Howard Gardner, Leading Minds: An Anatomy of Leadership
“We are in the twilight of a society based on data. As information and intelligence become the domain of computers, society will place more value on the one human ability that cannot be automated: emotion.
Imagination, myth, ritual - the language of emotion - will affect everything from our purchasing decisions
to how we work with others. Companies will thrive on the basis of their stories and myths. Companies will need to understand
that their products are less important than their stories.”
Rolf Jensen, Copenhagen Institute for Future Studies
Leaders don’t just make products and make decisions.
Leaders make meaning. – John Seeley Brown
45A. Leaders
Create BUZZ!
“Some people look for things that went wrong and
try to fix them. I look for things that went right
and try to build on them.” —Bob Stone/ Mr. Rego/ Confessions of an
Uncivil Servant
REAL Org Change: Demos & Models (“Model
Installations,” “ReGo Labs”)/ Heroes (mostly extant: “burned
to reinvent gov’t”)/ Stories & Storytellers (Props!)/
Chroniclers (Writers, Videographers, Pamphleteers, Etc.)/
Cheerleaders & Recognition (Pos>>Neg, Volume)/
New Language (Hot/Emotional/WOW)/ Seekers
(networking mania)/ Protectors/ Support Groups/
End Runs—“Pull Strategy” (weird alliances, weird
customers, weird suppliers, weird alumnae-JKC)/ Field “Real People” Focus (3 COs) (long way away)/
Speed (O.O.D.A. Loops—act before the “bad guys” can react)
C.f., Bob Stone, Confessions of an Uncivil Servant
Introspection.
46. Leaders …
Enjoy Leading.
Warren’s “Whoops Moment” …
“Warren, I know you want to ‘be’
president. But do you want to ‘do’
president?”
46A. Leaders …
KNOW THEMSELVES.
Individuals (would-be leaders) cannot engage in a
liberating mutual discovery process unless they are comfortable with their own skin. (“Leaders” who are not comfortable with themselves become petty
control freaks.)
46B. But …
Leaders have MENTORS.
The Gospel According to TP: Upon having the Leadership
Mantle placed upon thine head, thou shalt never hear the unvarnished
truth again!* (*Therefore, thy needs one faithful
compatriot to lay it on with no jelly.)
47. Leaders
LAUGH!
Beware the Office Beware the Office
thatthat
Feels Like a Feels Like a
Tomb Tomb
47A. But … Leaders Know
“It’s My Fault.”
You recruited ’em.You hired ’em.
You trained ’em. You evaluated ’em.
You “motivated” ’em.
48. Leaders … Take Breaks.
??????
Zombie!Zombie!Zombie!
The End Game.
49. Leaders ???
:
“Leadership is the PROCESS of
ENGAGING PEOPLE in CREATING a LEGACY
of EXCELLENCE.”
“Hire smart – go bonkers – have grace – make mistakes – love technology – start all
over again.”
“LEADERS NEED TO BE THE ROCK OF GIBRALTAR
ON ROLLER BLADES”
Bonus: Boss Talk
Boss Talk/WSJ
Provide a simple, clear, exciting & energizing focus.Obsess on TALENT.Speed > Perfection. (Clarity, motivation, rapid adjustment.)
Leap > Line extension. (Beware “me-too,” perfecting yesterday.)
Tell the truth.Control your calendar.Get out of the office.Listen to customers face-to-face—at their place.
50. Leaders Know
WHEN TO LEAVE!
Thank You!